OrganizationalStructureExercise Prepared Katie Sullivan,University of Utah By: The goal of this activity is for students understand to how an employee

experiences communicationin varied organizational structures how communication and may differ acrossstructuraldifferences. Materials: => 1 Overhead all six of the organizational of charts--for debriefingsession => 1 Overhead the problemthe groupsaretrying to solve- for exercise of => Note cardswith organizational chartsfor eachgroupmember => Worksheets assess exercisefor eachgroupmember to the *Each note card shouldrepresentone of the six organizationalcharts: one typeof chartper group! Instructions: Break classinto groupsof five to seven. Each groupwill be assigned organizational one chart (out of six charts).Eachmemberof the groupwill get a note card with the organizational chart andexplanation. This will be the samefor eachgroupmember.On eachindividual notecardtherewill be a red mark to represent wherethat particulargroup membercanbe found on the organizational chart.Membersare instructedto operate strictly within the organizational structure,and to respondto the problemsolvingactivity as expected within the organizational structure.Eachgroupmembershouldbe awareof how other groupmembersshouldact. Membersshouldshow eachothertheir respective organizational positionsbeforethe problemsolving activity starts. Put the overhead the problemthe groupsare expected solve up and give groups of to approximately15-20minutesto attemptto work the problemout.

Debriefing: Ask the groupsto discussamongmembers how they experienced communicationin their respective organizationalstructure,and how the problemsolving process could be enhanced or diminishedby changingthe organizational and structures. Individual members encouraged sharehow they felt abouttheir specificorganizational are to role. Whengroupshavehad a chance communicate, to bring the largegroupback togetherand discussorganizationalstructures a holistic idea.(Referto the overhead all of the as of organizational chartsand discussion structuralchange). of
* Adaptedfrom: G. Morgan (1989).Creativeorganization theory: A resourcebook. Newbury Park, CA: Sage Publications,Inc.

88

HEADI/VGS. STORIES.

A/Vn O'J'HEH H&~IBfX\'

EXHIBIT 27.2

Schematic illustrations of the six moo.i6

'.'

Model 2: The Bureaucracy with a senior "management" team.

mw-~
, , , ',' ' .-,'" .. , "".", .~;, --" ,/..~,: ,~. ." " ",' '.' . ,, ,"' ~'. ,"" ,,' " ,',. , .'. ~.
.I

'..-

~=~1~~~~~ :
"-'-" '.."""'"
"

('
.
"

" "..."'. ' ) ' "

~.',:-

.
,,'

,X..8 .;~, " . ,". '. ,.'

..',

.,.I ~ '.-,

Model 3: The Bureaucracy with

--.','

ProjectTeam. and TISk F~s.

'.: '.' ,- , ," "..., ..,. . ""-' ' ".," ," ,". '. ,1.
"

'. . . .. . . . .. ".
",
I

" "

'

'

,,
",

..~

.~ , ,
t
.

,.,

1
.

'.

-,",.

""',

,~,

..

". ., '),

"

, .'.., ~.. "

..
..,

"

,':

..",

.,"". .,

.'"

)'

"

"

,)1_'

. "".""- , .. 1.",~ . : ',.' ; : ,,-,"'~: A~ ".e'.'.'...e"."-'

. .. . .
" ";'"
, ,,-'
","~.:""

. .:.,;.

,.

,"

',..-'

, ,-;-, . ,... to

'

,-':'. .
. ..;

4: The Matrix Organization

""';8:.' ' ',

.8

MOOe/ 5: The

Model 6: The Loosely-coupled Organic Network

-.

EXHIBIT 27.1
Model] Model Z M<Xiel 3

Model 4

Modej 5

Model 6

MECH A NISTICIIl8!A

0CftA TIC

OI'~nlaecl SUb V ,. MIl.

OR<i-'NK:~'ORK O"P"Iaa' r,.. fII.~_\' end ciII..,..

. .--

~ ==~~~=~=~' . .
'-""
""'"

MOdel2; The Bureaucracy with a senior "management" teem.

~wj;fi
. .'","

"

Model 3: The Bureaucracywith p,~ Team. end Talk Forces.

.., '-': ,-"', "" '1' ')'"'w ""'J . ,

.~
"

',' " , '.'" .'.' "~ .".","' ,. ','.' "" ,

" .I ,~ '. . .-,., '.', . - ., ... . '-0'.'

f .. . .. " .
'.-~,

,.#., " ,~.. ..~ '.'.' .'"w',e .. .'. "

~"

':,-'

. ,'0... . , . .
.'.
.'.,

.
,.

, ,..' ,',

.. .
.;,:,
0

".,' ".-,' , ~

"

'-"

,.

' ) , .', ,. ' "

,~

"

to

'. -",
,

.' .
.

"" '. ;
)

. .
,,

'. ,
'

" ..' .'..

,#-, I ''

,,

,'. \
,

"

'" .
,

'".. o'

. . ..' ... .,.'

..'

~
.'."

,.'.'

.- ""
:"".
..

":-:'.
'" ,_.,., ."
,

.
..

."
".

. .,-_t

~' ..' .,

..;..,',
:"

"

, ,

.. ,

.. -

'

' .

-..

,,~,,~,...",-:,

..

'..."'

,.

"

Model 6: The Project

Organi~lI,jon

ooo :~,:.,
.t
I t

"

'~:: ~..'

Model 4: The Matrix Ofganizalion --~

"Models 1 through 6 are really different 'species' of organizations.A finD beginning asmodel I may over time evolve into model 2, 3, perhapseven 4. And if it is preparedto engagein a major "revolution," It may developthe featuresof models 5 and 6. But in reality, the transfonnation processfrom one end of the continuum to the other is extremely difficult to make, and the required changeis more than structural. it is cultural and political as well. The cuItUJ"e politics and of many organizationsconsttain the degreeof changeand transformation in which they can successfullyengage,even through suchchangemay be highly desirablefor meetingthe challengesand demandsof the wider environment"
~O.(lM9).Frgu~ci.toNelwks: ~M ~: A _rcebook. The~ofneworsanizati~l NewburyPan. CA: s..., w.64-67. ~ IDO. Mmpn(I989). c.'ndM

OrganizationalStructureExerciseWorksheet Name: Organizational Model #

1 What wasyour role within the organizational structure?

2. How did you experience communicationin your organizational role?

3.

How do you feel your groupcould havecommunicated betterin an attemptto solvethe organizational problem?

4. What do you feel your groupdid well in tenDS communicating solvethe of to organizational problem?

OrganizationalStructureExerciseWorksheet

Name:

Organizational Model #

1 What wasyour role within the organizational structure? 2. How did you experience communication your organizational in role?

3. How do you feel your groupcould havecommunicated betterin an attemptto solvethe organizational problem?

4. What do you feel your groupdid well in tenns of communicating solvethe to organizational problem?

.
M<*f 1: The Rig~ Bureaucracy

~I

2-:The Bure8UCf8CY . lenD wtth

Model 2:"m8n8gement~:---

Modell: This is Weber~s classicalbureaucracy. It represents traditional organizational the pyramid under the strict control of the chief executive.The organizationhas tried to codify all important operational principles and is nm in accordance with thoseprinciples. Meetings are viewed as a wasteoftime~ and are rarely necessary~ because almost every contingencyis well understood:the organization is operating in an ultrastableenvironment.

This organizationis finding that the environment is generatingnovelp-oblems, issues,and concernson an ongoing basis. It is impossible to codify all appropriate responses. The chief executive hasthus decidedto createa "managementteam," comprising himself and the headsof principal dep8J1ments. which meetson a weekly basis.This team makesall policy decisions,and settlesthe problemsthat CalmOt handledthrough the be organization's nonnal routines.Each departmentheadexercisesclearly defined authority in relation to his or her areaof influence. Managerial styles vary from departmentto department,being shaped by the personality of the deJ:.rtmenthead and the kind of task being performed Somedepartmentsare highly authoritarian; othersare more participative.

"

.,.' I

.
"

-L

s
-'"

"-

. '.

"

.
' I"

"",.

, '.'.~.' "

.. !e
,

,,

-~~ I". '~' "

-.,'

, ", , ,.,~ ,"

.
"

",',

I. ' , '.-~'
.,

".' "

f .

,. -.
, "
,~'

,1-':, '
"

~'.",

") ' ~ ,~'

"

~ ..
..~,

,- ' ,

Model 3: The Bureaucracy with

..,',. "
, " .",

8 ' ,~. ". ,, , , , ~~ .. ,, ."'f '" " ' ')' ", , ", ,-., , '~ ' .. :~ , '~",. " .'," ,"'. ,',' \

~'.'

~" ,','_,

e .,
e
... ~

.
J,

"" '), .'" ), "" ,

ot

, ",.

.. .
","
"

.
'"

,)..

"'

'

., .

\:.'

Model 3:

Project Teams and Task Forces.

"" :'.. :1"

,"'.

'~I:"

Thisorganiia"fion all the issues seniormanagement has teamcannot handle foundthatthe require that an

interdepartmental perspective, hascreated number Model4: and a of MOdel The MatrixOrganization 4: projectteams taskforcesinvolvingstaffat lower and Thisorganization decided organiu has to levelsof theorganization. depanmental The strucwre and itselfin a matrixform. Its special character sense organizational of hierarchy, however. very are restsin thefactthatit hasdecided give to strong. members theteams ~k forcestendto moreor lessequalpriority to functional The of and see their primaryloyaltyas~ing to their department h,ead departments asfinan<:e. such administration. rather thanto theteamto whichtheybelong., They~I~ marketing. sales, production R&D. andto and that promotion largelya departmental is affair. Theysit In various business productareas. or Thuspeople teammeetings representatives their department. as of They workingin thevarious productor business tendto givethe"departmental on issues. report teams cut across functional line'" and that the areas have backto their depanmental on whathappens. head When to work with two perspectives mind: in
real problemsarise,they are thus usually "delegated upward" for resolution by the senior management team. Functional and end product. This dual focus. under ideal conditions. allows the various

Team leaders thattheyhave t'eel rel~ively little power. operating teams combine to functionalskills andfind it difficult to develop commitment and andresources anorientation with drivenby momentum relationto t~ ~ivities that,t~'re ch8;rged thekey tasksandchallenges in from the withmanaging. orgamzanon asIf It IS.moVI~g organization's The looks environment. asthose such towarda "matrix" or projectteamstructure, In reality relatingto theneed fine-tune b~ to products for is operates a looselystructured like bureaucratic specificmarketsegments theneeds or of organization whereinformation passed thehierarchy, specificgeographic is up areas. anddecisions down.

.,::.;~:

Model &: The rwoject Org8.u-lion Model 5: This organization bas d~ided to tackle most of its core ~vities through project teams. Notionally. there may be t'unctional departments- but they only playa supporting role. Key ~ialists belong to teams. and make their main contributions through their team. The organization ~izes that its future lies in the dynamism and innovativeness of these teams. and tries to give them a.free reign within parameters and values that senior managers have used to define the strategic direction of the ganization. The organization is much more like a netWork of interaction than a bur~atic structure. The teams are powerful. exciting. and dynamic entities. Coc.odination is informal There is frequent crossfenilization of ideas, aM a regular exchange of information, especially between team leaders and the senior management group Much effort is devoted to creatins shared appreciations and under~din8S of the nature and identity oflhe organization and its mission, but always within a context6 thai encouragesa learning-oricnted approac:h.The organization is constantly trying 1o find aIxt create the new initiatives. ideas. systems. aM p~ses lhat will contribute to its succeIs.

_.

..8

Model6; The loosely-coupledOrganIC ~k Model 6: This orpni:zation hasd~ided to become, staya loosely and cou~ netWork Railer thanemploy large oombers of people,it hasdecidedto ~ in a M1bcodracting mode.It hasa small ooreof It&tTwho seta .-rategicdirection and p-ovidethe oper8ionaJ supponnecesuryto sustain the

.
i

'"

netwoB. it conU'KtI ~t ~

ilxiividuals -

orpnizations to

performkey op~naI ~ivities. Its nelwork It any given time oper.ajORalizes ~ideu" that the CeIKraI the group wishes to developfor example, organiDtioo may be in the fashion die industry.U hu created nameand image-~it's label"- but a contracts marketauveys, p-odua design,procklction, out distrit.Jtion,- ., on. In the piblic eyethe tlnn hasa clear identity.But in reality, it is a ndWork of firms held tOlether by the prockJCt oftbe day It dlangesftom monthto nOIth u different ideasaooproductscome00 line, aIMi h oore as orsanization experiments with diffa-ent panoers The firm is really a sy.em affirms- an open-cIMIed system ofideu and activities,rathertt.n an entity with a clar .~ and definableboundary.